Over the summer I talked to the CEO of Springboards, a startup building an LLM that’s designed to come up with a wider variety of responses than its mainstream rivals do. At the start of the call, he said something that’s been stuck in my head since: “We often say that we’re a self-loathing AI…
In my first tech company, I stayed too deep in execution for too long — still closing deals, managing sales and operating in the weeds even as the business scaled — until I realized the very habits that built early success were the same ones limiting its long-term growth.
In my first tech company, I stayed too deep in execution for too long — still closing deals, managing sales and operating in the weeds even as the business scaled — until I realized the very habits that built early success were the same ones limiting its long-term growth.
In my first tech company, I stayed too deep in execution for too long — still closing deals, managing sales and operating in the weeds even as the business scaled — until I realized the very habits that built early success were the same ones limiting its long-term growth.
In my first tech company, I stayed too deep in execution for too long — still closing deals, managing sales and operating in the weeds even as the business scaled — until I realized the very habits that built early success were the same ones limiting its long-term growth.